Human resource is the most valuable resource in any one given organization. Organizations that invest in the training and development of their workforce are bound to make huge progress and achieve competitive advantage over their competitors. Such organizations are able to embrace and exploit new technologies in their operations. Motorola Company is a casing company that has invested in training and development of its human resource.
Motorola Company was faced by very high competition in the year 1979. Galvin Roberts the company chief executive officer decided to introduce a training institute to train the employees. He made this decision even after facing a challenge of no support from the Board of Directors. Galvin introduced the training center whose role was to help employees anticipate change and cope with the competitiveness in the market. This training program MTEC was charged with the responsibility of ensuring high quality and product zero defects. Demand for training rose up leading to creation of Motorola University. MTEC was expanded to become a university and it educated workers on technology advancement like software engineering. Thirty percent of the university courses were aiming to strengthen and meet Motorola’s major goals. Every employee had to get a 40 hour training annually in order to improve Motorola’s competitiveness. Motorola made a step ahead to train its core suppliers to ensure its input were of the best quality for them to achieve the same in its finished product. Training paid off and promoted Motorola’s success hugely. Motorola became the first United States Company dealing with electronics to outdo competitors from Japan in the year 1988. It also won the award from Malcolm Bridge. Sales increased ...
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... also no big deal, in companies that practice employee training. Training thus is a major contributing factor to profitability in a company considering sales made are of big volumes when there is training in progress (Compare Infobase Limited, 2007).
Robert Galvin the chief executive officer of Motorola had the option of giving in to the directors’ proposal (not to invest in employee training) or to invest in employee training to survive in the stiff competition programs (Business Enterprise Trust 1997). Moreover, there was nobody called Bob Galvin; or rather Bob Galvin does not feature in this case.
List of References
Business Enterprise Trust, (1997). Motorola. Retrieved from: case study attached
Compare Infobase Limited, (2007). Importance of Training and development.
Retrieved From: http://traininganddevelopment.naukrihub.com/importance-of-training.html
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